International Journal of Selection and Assessment最新文献

We explore the potential of attention to detail as a component in the selection of conscripts for the cyber track in the Swedish Armed Forces. To measure attention to detail, we adapted the embedded figures test and administered it to conscripts as part of the extended mustering. We report results from a conscript selection with 97 test participants of which 56 continued to become cyber soldiers, finishing their training the following year. Attention to detail showed little correlation with the cognitive-ability components of the mustering test battery, suggesting that attention to detail is unlikely to be strongly associated with general intelligence for this population. Attention to detail was the only cognitive-ability component of the mustering test battery that showed a significant predictive relationship with practical post-training cyber skill (R² = 0.10). Therefore, we believe that it could be a useful additional component in the selection process.

Asynchronous video interviews (AVIs) are widely used in hiring, but the lack of social presence (e.g., uncertainty about the identity of evaluators) may hinder effective impression management (IM) for applicants. This study examined whether providing information about evaluators facilitates applicant IM use in AVIs, specifically ingratiation or self-promotion. It also explored the experience involved in applicants' response generation. In a mock AVI, 160 participants were randomly assigned to one of two conditions (with or without information about the evaluator). They reported their thoughts after watching their interview recordings. Providing information about the evaluator enhanced ingratiation but did not affect self-promotion. Qualitative analyses revealed that participants with evaluator information were more likely to reference organizational values and align themselves with the evaluator, whereas those without it concentrated more on demonstrating their job-relevant skills. Participants' reported thoughts and emotions suggested that formulating suitable answers and interacting with a computer represent major concerns.

The personnel selection field has observed the rising use of asynchronous video interviews (AVI). The current study investigates whether follow-up questions (probes) can optimize the applicant experience in AVIs. Across two experimental studies with participants recruited from Prolific, we investigated whether AVIs with probing promote applicant reactions (e.g., the opportunity to perform perceptions) toward the AVI and how probing influences interview behaviors, applicant perceptions, and interview performance ratings. In Study 1, 404 participants were randomly assigned to either an AVI with probing or an AVI without probing. Results indicated that probing directly improved the opportunity to perform perceptions and interview performance ratings. In addition, probing positively impacted honest impression management and motivation to perform indirectly through participants' perceived opportunity to perform. However, mediation analyses suggested that the effect of probing on interview performance ratings was driven by response length. In Study 2 (n = 271), we teased apart the effects of the inherently added response time that probing affords applicants with an additional condition that matched the response time of probes. Relative to Study 1, probing only slightly improved the opportunity to perform perceptions, but the effect of probing on the opportunity to perform perceptions was greater when compared to an AVI with an equivalent response time. In addition, probing positively impacted interview performance ratings, above and beyond their increased response time. Implications, limitations, and directions for future research are discussed.

Faking in self-report personality scales (SRPSs) is not sufficiently understood. This limits its detection and prevention. Here, we introduce a taxonomy of faking behaviors that constitute faking strategies in SRPSs, reflecting the stages (comprehension, retrieval, judgment, and response) of the general response process model (GRPM). We reanalyzed data from two studies investigating the faking of high and low scores on Extraversion (E) and Need for Cognition (NFC) scales (Data Set 1; N = 305) or on an E scale (Data Set 2; N = 251). Participants were asked to explain exactly what they did to fake, and their responses (N = 533) were examined via a qualitative content analysis. The resulting taxonomy included 22 global and 13 specific behaviors that (in combination) constitute faking strategies in SRPSs. We organized the behaviors into four clusters along the stages of the GRPM. The behaviors held irrespective of the construct (E or NFC), and with two exceptions, also irrespective of the data set (Data Sets 1 or 2). Eight exceptions concerning faking direction (high or low) indicate direction-specific differences in faking behaviors. Respondents reported using not only different faking behaviors (e.g., role-playing, behaviors to avoid being detected) but also multiple combinations thereof. The suggested taxonomy is necessarily limited to the specified context, and, thus, additional faking behaviors are possible. To fully understand faking, further research in other contexts should be conducted to complement the taxonomy. Still, the complexity shown here explains why adequate detection and prevention of faking in SRPSs is so challenging.

In this commentary, we discuss Dupré and Wille's proposal (2024) to consider employees' personality change goals in the work context. We compare volitional personality development to skill development and call for more evidence to determine the benefits for both employees and organizations in this context. We also put forward that a clearer understanding is required of how job demands influence personality traits and of how these demands interact with and shape the integration of potential complementary personality development training modules. In closing, we provide avenues for future research.

Traditional interviews often rely on social cues and abstract reasoning, posing challenges for some autistic individuals. Asynchronous video interviews (AVIs) and modifications to interview questions were evaluated as two ways to promote inclusion and equity. Autistic candidates answered conventional or modified questions (per expert feedback), which were compared to a random sample of the general population who answered conventional questions. After question modifications, group differences in algorithmically assigned scores remained, highlighting the need for accommodations. The number of words spoken was a differentiator between autistic and neurotypical job seekers. Text analysis revealed systematic differences in response content. Our study emphasizes the complexity of hiring autistic individuals, with the need for tailored accommodations and continued research.

Asynchronous video interviews can use many configurations of design features to create the interviewee experience, but not all designs are equal. Design features may influence interviewees' deceptive and honest impression management, their reactions to the procedure, and interview performance evaluations. Three experiments using mock interviews tested the effects of preparation time and self-views (N = 206, from Prolific), reviewing and re-recording (N = 230, from Prolific), and giving faking warnings with human versus automated evaluation (N = 297 university students) on interview outcomes. The design had limited effects on interviewee behavior, but some features may increase interviewees' willingness to fake when used in combination. Opportunities for longer preparation time and re-recording increased interview performance ratings. Warnings and evaluator type did not affect behavior, reactions, or performance. The implications of these effects are discussed.

Volitional trait change—the idea that people can willfully change their personality—marks an important advancement for personality science beyond historic views of traits as relatively immutable. We applaud Dupré and Wille's (2024) extension and application of how volitional trait change could impact personnel selection. In this response, we aim to contribute to this discussion by focusing on three critical considerations for the applicability of PDGs to personnel selection—time (how quickly traits can change), degree (how much traits can change), and perspective (who perceives trait change). We concur that personality development has untapped potential in personnel selection and offer suggestions and caveats for how organizations might best realize it. We are excited about a new frontier in extending personality development to organizational settings and are optimistic that doing so would appreciably benefit employees, organizations, and the selection literature.